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Cargando... The Alliance: Managing Talent in the Networked Age (edición 2014)por Reid Hoffman (Autor)
Información de la obraThe Alliance: Managing Talent in the Networked Age por Reid Hoffman
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Inscríbete en LibraryThing para averiguar si este libro te gustará. Actualmente no hay Conversaciones sobre este libro. The Alliance describes the cycle of the relationship between employees and their company from their first days to their afterlife in a company alumni network. It is up to the reader to decide if this is a method that they can initiate and maintain at their company, or to negotiate an alliance with their employer. Prior to the release of The Alliance, LinkedIn’s Reid Hoffman, with his co-authors, presented their ideas about “tours of duty” within a company (http://hbr.org/2013/06/tours-of-duty-the-new-employer-employee-compact). In the book, the author’s describe 3 types of tours of duty: rotational, transformational and foundational. The rotational type is familiar to many organizations as “...a structured program of finite duration, usually aimed at entry-level employees” (p. 29). The second type, transformational, is an expressly planned win/win employee-employer contract: the employer gets a project, program or product initialized and possibly completed, while the employee completes their tour of duty by developing a professional skills set. The employee either moves on to a new tour of duty in the company or moves into the next phase of their career at a new company or into self-employment. The final type, foundational, is one where the employee becomes a pillar of the company and the “employee sees his life’s work as the company’s mission and vice versa” (p. 33). These categorizations might be helpful for an employee who wants to determine their place in their company or identify where they are in their life cycle with the company, and it may also be useful to define the work of the employee in the company’s own life cycle. The Alliance also looks at the role of networking and maintaining alliances with company alumni for relationship building and acquiring competitive intelligence. According to LinkedIn, which “...now hosts over 118,000 corporate alumni groups, including 98 percent of the Fortune 500” (p. 129) many of these groups are managed on LinkedIn without the blessing of the company where the alumni hail from. The authors suggest that by leaving these groups entirely to their own devices, these companies are cutting themselves off from valuable intelligence and relationships, as well as a supply of boomerangs who could fill positions in the company, especially if they left in good standing and have achieved more skills and knowledge while they worked in other areas. For some companies that are having recruitment problems, or who feel that they could expand, tapping into the alumni network could be valuable. For readers who liked Never Eat Lunch Alone or who are trying to explore the “gig” economy, The Alliance offers a description of some of the forces at work while also reiterating the value of networks and relationships. There are some good ideas in here. I'm not empowered to really use them in any significant way, outside of attempting to influence management to take ownership of ideas like this. However, the relationship they describe between employers and employees very much matches with my personal view of what that kind of relationship should be in the current business environment. There are likely portions of this book that can be easily skipped, if you just want to get a quick view. sin reseñas | añadir una reseña
"Introducing the new, realistic loyalty pact between employer and employee The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or free agents. Think of them instead as allies. As a manager you want your employees to help transform the company for the future. And your employees want the firm to help transform their careers for the long term. But this win-win scenario will only happen if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low. We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations. By putting this new alliance at the heart of your talent management strategy, you'll not only bring back trust, you'll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world. These individuals-flexible, creative, and with a bias toward action-thrive when they're on a specific "tour of duty"-when they have a mission that's mutually beneficial to employee and company that can be completed in a realistic period of time. Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today's world of constant innovation and fast-paced change. "--
"For most of the 20th century, the relationship between employers and employees in the developed world was all about stability and lifetime loyalty. That has recently changed, giving way to a transactional, laissez-faire approach that serves neither party well. A new arrangement is needed, the authors argue--one built on alliance (usually temporary) and reciprocity. The high-tech start-up community of Silicon Valley is pointing the way--and companies that wish to be similarly agile and entrepreneurial can learn valuable lessons from its example. Under the new compact, both employer and employee seek to add value to each other. Employees invest in the company's adaptability; the company invests in employees' employability. Hoffman (a cofounder of LinkedIn), Casnocha (a technology entrepreneur), and Yeh (an entrepreneur and angel investor) outline three simple, straightforward ways in which companies can make the new compact tangible and workable. These are (1) hiring employees for explicit "tours of duty," (2) encouraging, even subsidizing, employees' efforts to build networks outside the organization, and (3) establishing active alumni networks that will enable career-long relationships with employees after they've moved on. In the war for talent, such a compact can be a secret weapon that helps you fill your ranks with the creative, adaptive superstars who fuel entrepreneurial success"-- No se han encontrado descripciones de biblioteca. |
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If I was starting a company or worked in a small company that was open to changing how people are treated/managed, I'd highly recommend this book.
Working at a large company where the policies are already in place and change is not likely, this book may prove to be more frustrating than helpful. Not that the ideas can't scale, it is just too many people are entrenched in the status quo and won't consider making some of the changes recommended in the book. ( )